# Contents

| Section | Page | |------------------------------------------------------------------------|------| | Forward – Developing the Strategy | 2 | | 1 A Vision of Future Northampton | 3 | | 1.1 The Role of the Cultural Strategy in Delivering the Vision | 3 | | 1.2 The Journey Ahead | 4 | | 2 Northampton – the Context | 6 | | 2.1 Cultural Services in Northampton Borough Council | 7 | | 3 Shared Outcomes, Supported by Culture | 8 | | 3.1 Northampton Borough Council Corporate Objectives | 9 | | 3.2 Cultural Services Outputs against NBC Strategic Objectives | 10 | | 4 Current performance and future potential of Northampton Borough Council’s Cultural Services | 13 | | 4.1 Customer Satisfaction | 14 | | 4.2 Value For Money | 14 | | 4.3 Use of Resources and Medium Term Planning | 14 | | 4.4 People Management | 15 | | Glossary | 16 | | Appendix – Objectives of key strategic and operational organisations | 21 | Foreword – Developing the Strategy

This Interim Cultural Strategy follows an in-depth review of Leisure Services by the Council’s Overview and Scrutiny Committee, and self-assessment against national standards with the ‘Towards an Excellent Service’ (TAES) toolkit. The Government Office for the East Midlands through a sub-group of the Council’s Government Monitoring Board has also supported development of the strategy. The sub-group has looked at the wider setting for Northampton’s cultural services, their county and regional significance, whilst acknowledging the drive towards partnership working between local authorities.

These are themes picked up in this strategy. The final strategy will be shaped through wider consultation, and reflect the results of a broader needs analysis of culture and leisure, as well as the Northampton Economic Regeneration Strategy and the Central Area Action Plan. 1 A Vision of Future Northampton

Between now and 2021 Northampton will become a City. This is just 14 years away. By 2031 Northampton will not only be a City, it will be a ‘Major Regional Cultural and Economic Centre’.

These are aspirations articulated in the Community Vision agreed by the Local Strategic Partnership (LSP) in January 2007. A significant journey of development will be necessary to achieve these aspirations. Action will be required by all those who live, work and contribute towards the development of Northampton.

So Northampton is changing rapidly. It is growing fast and becoming more prosperous, but these trends sit side by side with social injustice. Some of Northampton’s citizens are socially excluded and poorly represented. Culture and creativity have a unique potential to address some of these difficult social issues. They enable people to find a voice, to express themselves, to reach an audience.

This means that clear plans need to be drafted and started now to deliver the Cityscape of 2031 – a place of ‘Pride, Respect, Excitement, Vitality, Fun and Passion’ (again aspirations articulated in the Community Vision).

This Cultural Strategy represents a key stage in this – both as a roadmap and catalyst for cultural development. Pride, respect, excitement, vitality, fun and passion are not words describing a need for the construction of buildings, roads and other physical infrastructure. They describe the emotions and feelings of all those who will live, work and visit Northampton now and in the future.

1.1 The Role of the Cultural Strategy in Delivering the Vision

Culture is a powerful force, promoting understanding and a sense of identity. It can bring together people with different backgrounds, transcending barriers and celebrating difference. Culture can inspire, educate, create wealth and give immense pleasure to everyone.

The underlying purpose of this Cultural Strategy is to galvanise action – getting individuals and communities to embrace the changes that have begun to happen whilst referencing all that matters from the past and the present.

This interim Strategy sets out Northampton Borough Council’s vision for culture. It describes how culture will improve the quality of life for Northampton’s citizens and everyone who comes to our town to work, learn, play or relax. It also focuses on the role of culture in building up the image of Northampton as an important and exciting centre which has a positive reputation within the East Midlands and the whole country.

Northampton’s Sustainable Community Strategy includes an overall vision which has been agreed by the Local Strategic Partnership. Northampton Borough Council is a leading member of that partnership, and this Cultural Strategy is part of the Council’s contribution to the partnership’s vision. The Council’s own Corporate Plan describes its current objectives, and this document shows how culture will deliver these. The corporate plan is being revised, and this strategy will provide a major building block. Northamptonshire’s Sustainable Community Strategy will also heavily impact the shape of the final Cultural Strategy.

The LSP’s current priorities are:

- Building a city
- Better quality of life
- Better prospects and opportunities

This Strategy shows how culture contributes directly and powerfully to these priorities. The role of culture in the longer-term vision is:

- Building a mindscape amongst the population that believes the aspirations for 2021 and 2031 are desirable – and achievable
- Creating or facilitating a positive and constructive cultural landscape
- Providing a strong underlying cultural infrastructure

The full strategy for culture will take into account the analyses of needs and opportunities which are now underway. It will also reflect reaction to this interim strategy, through consultation and debate with public and the Local Strategic Partnership. That full strategy will include targets and an action plan, which would be inappropriate at this interim stage.

1.2 The Journey Ahead

This will be a journey from a historic market town to a 21st century city. Northampton Borough Council’s role will lie in leading and facilitating cutting edge development, and generating and liberating excitement and possibility for the people of Northampton.

Beyond the infrastructure, the creation of the city will involve the development of aesthetic sensibility, and the development of an urban environment in tune with the present and future residents of Northampton.

People who visit Northampton will look upon it as a place where they would want to live, work and bring up a family and those who live here will want to stay.

Traditional architecture will be mixed with new urban design. A ‘Cultural Mile’ will snake through the city, joined together by an integrated transport system. Included within the Cultural Mile will be a heritage trail that celebrates the boot and shoe past. Full advantage of all that the River Nene has to offer will be taken, including the development of a water-based experience for all ages. All of this plus a specialist niche shopping experience like no other potentially makes Northampton a tourist destination of choice. A vibrant Cultural Environment will be the key to success of the new city – for residents and visitors to Northampton.

We look forward to Northampton’s cultural life being recognized for its excellence, creativity, access and value -

- **Excellence**: enhancing Northampton as a regional city of culture, with high-class institutions, events and cultural diversity.

- **Creativity**: promoting creativity as central to successful cultural expression and experience in Northampton.

- **Access**: ensuring that all citizens in Northampton’s diverse communities have access to, and can be active in, cultural life.

- **Value**: ensuring that Northampton gets the best value out of its cultural resources and that they receive appropriate investment. 2 Northampton – the Context

Northampton is a historic town, with the first known human habitation at Briar Hill around 4000BC. Over the years it has been the seat of Parliament in the 1300s, is the site of a Queen Eleanor Cross, has had a market since 1189, and became the recognised centre of the boot and shoe industry. This latter tradition continues, as the town is the home of quality footwear with the likes of firms such as Trickers, Crockett & Jones, and Church’s (now owned by Prada). It is also the home of the headquarters of such major businesses as Barclaycard, Carlsberg, Avon and Travis Perkins.

The townscape was radically altered in the sixties and seventies through development. The legacy of this continues to have an impact, not only in the built environment but also in the demographic make up of the town and the concerns and attitudes of the population. Development and regeneration will continue to be key priorities for the town. Northampton is part of the Milton Keynes and South Midlands growth area, with projected increased employment and 167,000 new homes by 2031.

This development presents both challenges and opportunities in the area of culture. The revitalisation and upgrading of cultural facilities in Northampton are essential components in the regeneration of the town centre in particular, and for the wellbeing of the population as a whole.

Northampton has a diverse population, with new communities continuing to choose the town as a place in which to work and settle. New Government figures have shown that the town now has more eastern European migrant workers than any other urban centre outside London. The town also has areas of deprivation (33% of Northampton wards are in the 25% of the most deprived in England). Unemployment is however lower than the national average. This contrast in particular is a challenging undercurrent within the continuing growth of the town. Like many towns that have undergone rapid expansion over the last thirty years, there are many tensions and unresolved issues around sense of place and cultural identity that require active engagement by the local authority and other key public and private bodies.

Beyond the cultural services and amenities provided by the council, Northampton is known for its rugby, cricket, football and motor sports. The town is also home to a new university with a growing reputation for excellence, which attracts students from all over the world. The cultural landscape of Northampton includes a top quality facility of regional importance in the recently refurbished and historic Royal and Derngate Theatres, and many other facilities including 78 Derngate (with interiors designed by Charles Rennie Mackintosh) and the Fishmarket – an art space run independently by the Northampton Arts Collective. Also there are numerous galleries, gyms, historic and contemporary buildings, waterfront and green spaces that give the town its unique feel. 2.1 Cultural Services in Northampton Borough Council

The Cultural Services section of the Borough Council is part of the larger Customer and Service Delivery Directorate. Within that Directorate sits Community Safety, Leisure and Town Centre Operations which between them cover the areas of leisure, sports development, museums, arts and events among others.

However, delivering cultural improvement is a shared responsibility throughout Northampton Borough Council. Other sections of the Council have a role in delivering the Cultural Strategy, including Street Scene and Property Maintenance, Regeneration and Growth. The final strategy will reference the role these areas will have in delivering the strategy.

Northampton Borough Council directly operates three Leisure Centres (Mounts Baths, Lings Forum and Danes Camp), two museums (Northampton Museum and Art Gallery and Abington Park Museum) and a cultural cinema (The Forum). The museums both have Accredited status, and the service is the home of the largest collection of footwear in the world. This has Designated status (one of only two such museum collections in the East Midlands).

The Events Team is responsible for the nationally-known Balloon Festival, as well as helping to facilitate community events such as Northampton Carnival and Diwali.

In the arts, Northampton Borough Council liaises with local arts organisations including the Masque Theatre, Northampton Arts Collective and the Fishmarket project, to help promote and provide opportunities to engage with the arts in the town. The Council owns the Royal and Derngate theatres buildings, which are operated by a trust which has a close connection with the Council.

The Cultural Services section works closely with partners in the region to deliver cultural opportunities. These include the County Council, the University of Northampton, Museum, Libraries and Archives East Midlands (MLAEM), East Midlands Museum Service (EMMS), Sport England and the Arts Council. Northampton Borough Council takes its responsibilities toward the wider cultural infrastructure seriously; for instance the museum service jointly with the County Council hosts the post of Northamptonshire Museum Development Officer.

There is also a great emphasis in community engagement, particularly through the encouragement of participation in sports (for instance the work of sports development in the Kings Heath ward), and specific community development initiatives (such as the museum service working with the Crime and Anti-social Behaviour Partnership (CASPAR) project in Spring Boroughs). This will continue in the future, as the section wishes to take account, as far as is possible, of the communities’ needs and aspirations in its service provision. 3 Shared Outcomes, Supported by Culture

The Government, through its various departments, sets the overall agenda for local government, driving the need to improve the quality of life of people and deliver specific social and health objectives. For cultural issues, the objectives of the Department for Culture, Media and Sport (DCMS) are fundamental, but of equal importance are the cross-cutting objectives from other Government Departments. Appendix 1 brings together the objectives of the key strategic and operational organisations this strategy has been written with reference too.

At a regional level the outcomes of this strategy will be consistent with those set by local agencies - GOEM, the East Midlands Development Agency (EMDA), Culture East Midlands, Arts Council East Midlands, Sport England East Midlands and MLAEM.

At a local level in addition to the Local Area Agreement, the Cultural Strategy will help deliver the strategic objectives set within Northampton’s Sustainable Community Strategy, and those within the Northamptonshire Teaching Primary Care Trust.

The Local Area Agreement (LAA) is however the key framework which brings together the work of all the Local Authorities in Northamptonshire, including Northampton. The impact of Cultural Services is of course felt most within the areas of education and life-long learning, where clearly close working with Northamptonshire County Council is required. As a second tier authority, Northampton Borough Council has the responsibility of compliance to these and the other priorities of the LAA. Culture will play the pivotal role for Northampton Borough Council in delivering all the priorities:

**Healthier Communities and Older People**

Physical activity, for example through our leisure services, and mental stimulation through arts, museums and so on are essential components of healthier lifestyles. Action on specific health needs – for example the problem of obesity - is already a key feature of our work. With increasing longevity come opportunities from a variety of cultural activities to reduce isolation of older people.

**Safer and Stronger Communities**

The role of cultural activity – whether it be sporting, creative arts or involvement in community projects – is well recognised as effective in building well integrated communities and reducing crime risks. Culture is one of the main elements of growing a sense of ‘pride in place’ which is so important in improving localities.

**Children and Young People**

The education and inspiration of young people, and diversion from anti-social activities, are two sides of the contribution of culture to these outcomes. Positive activities help to promote the self-esteem and skills of young people and equip them to enjoy and contribute to local life.

**Economic Development, Enterprise and Growth**

Potential investors, companies, people looking to relocate or just to visit; all look to the ‘cultural offer’ of a town or city. This brings in direct and indirect economic benefits, so we will all gain from an attractive range of cultural facilities and activities as the town grows and transforms into a city.

### 3.1 Northampton Borough Council Corporate Objectives

Northampton Borough Council has identified a concise range of strategic objectives in its Corporate Plan for 2007-2011. Successful and progressive local authorities recognise the important role culture plays in the lives of local people and visitors, and in delivering such wider strategic objectives.

How Cultural Services have contributed and will continue to deliver to the strategic objectives of Northampton Borough Council is set out below. In so doing, a ‘golden thread’ will be demonstrated that joins these strategic objectives to the point of delivery to the communities of Northampton and other users of our services.

Northampton Borough Council Strategic Objectives:

1. to ensure that our communities are safer, greener and cleaner
2. to improve housing and health to enhance the wellbeing of our communities
3. to deliver quality services to our customers and communities
4. to promote economic development and growth in Northampton
5. to strengthen our commitment to partnership working and engaging with our communities to delivery better outcomes

A further crucial strategic objective follows on from these five:

6. to enhance community cohesion through social inclusion and by recognising and ensuring equality and diversity through cultural activity

These strategic objectives are cross-cutting and link together services that the Council provides, and in so doing they are mutually complementary and beneficial. In order that the objectives create impact and enrich people’s lives they need to be:

- challenging
- resourced
- planned within a business framework
- risk assessed to ensure delivery within budget 3.2 Cultural Services Outputs against NBC Strategic Objectives

3.2.1 Objective 1: To ensure that our communities are safer, greener and cleaner

*Cultural Services Priority: To enhance community safety, through reducing crime and anti-social behaviour through:*

- Developing museum and arts education and outreach initiatives
- Street Football initiatives
- Summer activities in museums, leisure centres and arts development
- Specific initiatives with young people, especially within deprived wards
- Delivering training opportunities to young people (for example Community Sports Leadership Awards (CSLA) and volunteering opportunities leading to the Olympic Games – 2012)
- Working in partnership with community safety and neighbourhood management
- Promoting physical activity and courses of instruction in leisure centres

*Cultural Services Priority: To ensure the quality of the environment in which we live through:*

- Developing an even greater national and international profile for the Boot and Shoe Museum – achieving recognised 'National' status as a result
- Arts projects that promote outdoor/indoor visual art, dance, music and other art forms
- Partnership within regeneration to revive, restore and renew cultural buildings within Northampton
- Delivering a range of events and enabling community groups to deliver events

3.2.2 Objective 2: To improve housing and health to enhance the wellbeing of our communities

*Cultural Services Priority: To promote equality, social inclusion and promote health by:*

- The promotion of obesity initiatives to reduce obesity, and physical activity initiatives that promote participation and lifestyle changes
- Enhancement of the General Practitioner Referral Scheme
- Development of the BODY4LIFE (tackling children and obesity) in partnership with Northamptonshire Primary Care Trust
- The promotion of Trilogy gyms and other leisure facilities to all age ranges
- The promotion of arts participation and exhibitions • The promotion of museum activity and initiatives within the communities • Health walks within Northampton and the promotion of physical activities • The promotion of cultural film at the Forum Cinema

3.2.3 Objective 3: To deliver quality services to our customers and communities

Cultural Services Priority: To ensure clear, decisive political and managerial leadership to drive cultural change through:

• The delivery and ownership of the Northampton Borough Council Cultural Services Strategy by the political administration and senior management • Upholding quality status achievements, and improvement tools such as: ▪ Visitor Attraction Quality Assurance Service (VAQAS) ▪ Museum Accreditation ▪ Designated Status ▪ Quest ▪ Chartermark ▪ Towards An Excellent Service (TAES) ▪ Single Improvement tool (SIP) • Continued involvement and partnership with the Cultural Improvement Partnership East Midlands (CIPEM) and support from councillors • The delivery of the Medium Term Financial Plan and focus on income generation • The delivery and promotion of a comprehensive range of events

3.2.4 Objective 4: To promote economic development and growth in Northampton

Cultural Services Priority: To work with partners to support economic infrastructure development to promote communities that are sustainable by:

• Promoting initiatives with appropriate partners, including: o Northamptonshire Teaching Primary Care Trust o Northamptonshire County Council o Northamptonshire Sport o Other appropriate organisations • Developing and promoting the Street Football project to enhance physical activity, develop coaching awards and create junior teams within communities that are enjoyable and sustainable. • The delivery of the Balloon Festival and other major events in the town • Working with partners from the private and public sectors too deliver sustainable economic growth.

3.2.5 Objective 5: To strengthen our commitment to partnership working and engaging with our communities to delivery better outcomes

Cultural Services Priority: To improve interaction with the public to ensure we are providing good quality services by:

• Maintaining Customer Forums • Conducting non-user surveys • Maintaining exit surveys • Promoting feedback forms • Using recognised evaluation tools such as ‘Inspiring Learning for All’

Cultural Services Priority: To improve work with partners to deliver better outcomes and services by:

• Sharing our strategic documents • Developing ‘shared service’ relationships with new and existing partners • Enhancing relationships within existing partners to deliver new and exciting initiatives.

3.2.6 Objective 6: To enhance community cohesion through social inclusion and recognising equality and diversity through cultural activity

Cultural Services Priority: To promote social inclusion, equality and diversity to enhance community cohesion by:

• Working in partnership with neighbourhood management • Promoting sports development initiatives to all ranges within the most deprived wards • Developing museum outreach work in selected areas of the town • Engaging with communities to create and deliver art initiatives to all age ranges within the most deprived wards • Identifying minority groups and creating sustainable consultation and communication with them to promote sustainable activity • Creating a positive image of cultural activity and raising the awareness of opportunity to the population of Northampton Borough Council • Providing and promoting educational screenings at the Forum Cinema 4 Current performance and future potential of Northampton Borough Council’s Cultural Services

For cultural services more than many other services, Northampton Borough Council will achieve its vision and goals only through close working with other organisations. Some of these have a focus specifically on Northampton, but others have a county or regional remit.

The Local Strategic Partnership (LSP) brings together the agencies which work for the benefit of Northampton and its people. Its Community Strategy (and new Sustainable Communities Strategy) need to reflect the vital role that culture plays in growth, improvement and quality of life generally. The Borough Council through the LSP can lead in making this happen, and making sure that the Sustainable Communities Strategy really delivers benefits to local people.

However, Northampton cannot be seen in isolation. As the county town and the major centre for a much wider area within the East Midlands, its facilities, activities and events are important to a great number of people. For example, the Royal and Derngate Theatres, Central Museum, 78 Derngate (the ‘Charles Rennie Mackintosh House’), sports teams and the Balloon Festival all have regional or even national significance. Success in the cultural field for Northampton is good for our own citizens but also for this whole wider area. At the same time, achieving regional and national recognition as a cultural centre will give pride and identity to our town. It will also support economic growth. This Council therefore plays a full role in the East Midlands Cultural Improvement Partnership.

Cultural services provided by the Borough Council complement those provided by the County Council. So, to benefit both the town and the whole of Northamptonshire, the two councils will work closely together in developing and delivering services. Aware that culture is one of the key factors in making a place attractive to potential new investors, businesses and residents, the Council is also working with the West Northamptonshire Development Corporation to ensure that plans for the future of the town get the fullest value from cultural opportunities.

The role of cultural services in supporting outcomes in health, education and community safety needs to be more widely recognised. The Borough Council’s cultural services are developing specific projects in partnership with these other sectors. But one of the most powerful ways of improving people’s lives is through co-ordinated management of neighbourhoods. At present this is focused on the more deprived communities, where services such as sports development, museum outreach and community arts projects can make a telling contribution. Such developments should be rolled out to create a wider and deeper impact.

The Council’s Cultural Services have to demonstrate that they provide good value for money. Provision of services will be reviewed to ensure that they are economic, efficient and effective. We shall work with other local authorities, arts, sports and culture bodies and local providers to secure the right services for local people and visitors and to raise the quality to enhance the town’s reputation. Northampton Borough Council is only one of many providers and facilitators of services and amenities in the cultural field for Northampton, and we need to work in parallel and in partnership with others together to get the best, most efficient results with the greatest impact.

4.1 Customer Satisfaction

Cultural Services are generally assessed as performing very well and are perceived by the general public as providing a good service, with evidence from the sources outlined below. As a front line service provider we are committed to providing high standards of customer service at all times and to a continuous improvement ethos. This is, and will continue to be, demonstrated through:

- Cultural Services have undertaken self-assessment against national standards through the TAES (Towards An Excellent Service) framework. Future assessment will make use of the SIT (Single Improvement Tool) when it is finally developed.
- Leisure Services hold Quest (the UK’s quality scheme for sport and leisure) and Charter Mark (for excellence in public service) accreditation
- Museums have Accredited status, and hold the nationally recognised Designated boot and shoe collections
- Customer feedback procedures have been reviewed and improved
- Routinely, Cultural Services undertake customer and employee consultation forums, exit surveys and mystery guest visits

4.2 Value For Money

Cultural Services are delivered within tight resource constraints with a focus on achieving value for money and quality in developing cultural opportunities. Assessment is undertaken of our performance against the following criteria:

- Improvement in customer satisfaction ratings for services
- Achieving the Council’s priorities and improvement targets
- Assessment of cost of service in comparison to other local authorities
- Value for money reviews that lead to service improvements
- Achieving positive feedback or improved scores from all external inspections and reviews

4.3 Use of Resources and Medium Term Planning

The Medium Term Planning process is key to the delivery of objectives, and to maximising value for money. A sustained cultural provision within Northampton will be ensured by making the best use of the resources available. This will involve innovative or different ways of procuring and providing services involving:

- Effective targeting of limited resources
- Encouraging collaboration between providers thus pooling resources and avoiding duplication
- Consideration of different models of service delivery, for example exploring the possibility of a Cultural Trust, and Public/Private Partnerships.
- Working in partnership with private, public and voluntary sector within existing delivery frameworks
- Maximising opportunities for grant aid, commercial sponsorship and other types of external funding
- Encouraging cultural provision to be sustainable and self-supporting where possible
- Risk management – to ensure objectives can be delivered within budget. In this context the significant risks of any options will be assessed prior to making decisions.

4.4 People Management

A committed, capable and skilled workforce is vital to achieve the Council priorities, vision and values. The Council adopted a three-year Human Resource Strategy in December 2005 to support the Corporate Plan and the improvement of the Council. It is acknowledged that ensuring strong leadership and direction, improving job satisfaction and employee engagement in setting priorities will be vital to the successful delivery of the Cultural Strategy.

Key activities within the last twelve months have included significantly reducing sickness levels, providing leadership and management development programmes for managers and undertaking an employee survey and acting upon the results. All employees within Cultural Services receive regular performance appraisals linked to service objectives.

An important milestone will be completion of the Pay and Grading Review by April 2008, which will make single status a reality regardless of gender. Glossary

Arts Council East Midlands

The regional arm of Arts Council England, which is the national development agency for the arts in England, distributing public money from Government and the National Lottery. Between 2006 and 2008, they will invest £1.1 billion of public money from government and the National Lottery in supporting the arts.

Best Value Performance Indicator (BVPI)

Best Value Performance Indicators are a statutory set of 90 indicators developed by Government departments to measure the performance of local authorities (although these are shortly to change). All local authorities must therefore measure themselves against BVPIs. The data is collected and audited annually by the Audit Commission. The terms 'Best Value Performance Indicators' or 'BVPIs' derives from the duty of Best Value on local authorities, which came into effect under the Local Government Act 1999. Prior to Best Value, the Audit Commission set similar measures of performance.

BODY4LIFE

A joint scheme, between Northamptonshire Teaching Primary Care Trust and Northampton Borough Council, launched in 2004. Body4Life is a 12-week education programme for 8 to 13 year-olds. The programme focuses on increasing physical activity and nutritional education for overweight or obese children.

Charter Mark

Charter Mark is the Government's national standard for customer service excellence. Charter Mark is a powerful, easy to use tool to help everyone in an organisation focus on and improve customer service.

Community Sports Leadership Awards (CSLA)

Sports Leader Awards use the medium of sport to help people learn essential skills such as working with and organising others, as well as motivational, communication and teamwork skills. Sports Leaders UK is the new operating name of the British Sports Trust who run the scheme.

Comprehensive Performance Assessment (CPA)

CPA was introduced for single tier and county councils in 2002. Since then the Audit Commission has developed tailored frameworks for district councils and fire and rescue authorities. The essence of a CPA framework is that it draws on a range of information such as performance indicators, assessments of corporate capacity, audit and inspection reports, and stakeholder opinions to reach a single judgment about the performance of a local body. Its strengths are that it results in a clear public rating on a local body's performance and provides the basis for a proportionate and risk-based approach to regulation. This will soon be superseded by CAA – the Comprehensive Area Assessment.

Crime and Anti-Social Behaviour Partnership (CASPAR)

CASPAR, the Crime and Anti-Social Behaviour Partnership, is an estate based crime reduction initiative in Northampton which works in partnership with the Police, Borough Council, County Council and local community.

Culture East Midlands

Culture East Midlands is the regional champion for culture. Their role is to drive change in cultural policy and planning in the region. They have produced a Regional Cultural Strategy. CEM is a partnership of the key cultural organisations and agencies in the region.

Cultural Improvement Partnership East Midlands (CIPEM)

The partnership aims to increase the impact and value of cultural services to the communities of the East Midlands by facilitating continuous improvement, effective delivery and shared service provision.

Cultural Mile

The development of the Cultural Mile was conceived to raise the profile of all the cultural elements of the town as well as creating new ones – to enable the town to fulfil its cultural potential. The idea is aimed at achieving a higher profile for the cultural offer of the county – attracting visitors to Northampton from across Britain and abroad.

Designation

The Designation Scheme identifies the pre-eminent collections of national and international importance held in England's non-national museums, libraries and archives, based on their quality and significance. These inspiring collections represent a vital part of our national cultural and artistic heritage.

East Midlands Development Agency (EMDA)

East Midlands Development Agency is one of nine Regional Development Agencies in England, set up in 1999 to bring a regional focus to economic development. Their primary goal is to increase the economic growth of the region while reducing disparities between the East Midlands and other English regions. The key role is to be the strategic driver of sustainable economic development. East Midlands Museum Service (EMMS)

EMMS was founded in 1981, and incorporated as a company in 1992. Together, East Midlands museums take a leading part in protecting the region’s inheritance for the benefit of present generations, and as a continuing legacy for the future; in so doing, they will make an important contribution to the region's educational, social, cultural and economic life.

English Partnerships

English Partnerships is the national regeneration agency, supporting high quality sustainable growth in England. It is a non-departmental public body and its sponsor government department is Communities and Local Government (CLG). It works with a wide range of partners including local authorities, the Housing Corporation, regional development agencies and the Commission for Architecture and the Built Environment (CABE).

Government Monitoring Board (GMB)

National Government’s board that monitors Northampton Borough Council - specifically the Department for Communities and Local Government (formerly the Office of the Deputy Prime Minister). A Lead Official appointed by a Minister is responsible for continuous evaluation of NBC’s improvement, together with a range of other external monitors, including the Audit Commission, Government Office East Midlands, Department for Work and Pensions and external auditors.

Government Office East Midlands (GOEM)

GOEM is “Whitehall” in the East Midlands. With 11 government departments under one roof, GOEM is the hub of central government in the East Midlands. GOEM’s aim is to work with regional partners and local people to maximise competitiveness and prosperity for a more inclusive society. A key role for GOEM is to work with local partnerships on developing and supporting Local Area Agreements (LAA’s).

GP Referral Scheme

The GP Referral Scheme offers those who currently do little or no activity a chance to participate in physical activity, under the guidance of trained instructors. It is available to General Practitioners to recommend as part of an individual’s treatment.

Local Area Agreement (LAA)

An LAA is a three year agreement, based on local Sustainable Community Strategies, that sets out the priorities for a local area agreed between central Government, represented by the Government Office, and a local area, represented by the local authority and other key partners. The primary objective of an LAA is to deliver genuinely sustainable communities through better outcomes for local people.

**Local Strategic Partnership (LSP)**

Local Strategic Partnerships are non-statutory, multi-agency partnerships which match local authority boundaries. LSPs bring together at a local level different parts of the public, private, community and voluntary sectors; allowing different services to support one another so that they can work more effectively together.

**Museum Accreditation**

MLA's Museum Accreditation Scheme sets nationally agreed standards for UK museums. To qualify, museums must meet clear basic requirements on how they care for and document their collections, how they are governed and managed, and on the information and services they offer to their users.

**Museums, Libraries & Archives Council East Midlands (MLAEM)**

The MLA is the lead strategic agency for museums, libraries and archives. MLA East Midlands is the regional agency working as part of the wider MLA Partnership. The Partnership acts collectively for the benefit of the sector and the public, leading the transformation of museums, libraries and archives for the future.

**Overview and Scrutiny Committee**

The Overview and Scrutiny Committees comprise NBC councillors representing each political group, and came into action in October 2005. Since then the committees have established themselves and set up Task and Finish Groups to pursue in-depth review work of interest to the Council and public of Northampton.

**Quest**

This is the UK’s quality scheme for sport and leisure. The Quest award was developed to help sport and leisure improve the quality of their customer service. Quest contains principles and standards of best practice, which have been incorporated from other quality initiatives such as Charter Mark, Best Value and Investors in People. Sport England sponsors the Quest award.

**Single Improvement Tool (SIT)**

The cultural sector is currently planning to develop a single assessment tool for the sector. At present there are 3 key self-assessment tools – TAES, Arts at the Strategic Centre and Inspiring learning for All.

**Sport England** Sport England is the Government agency responsible for advising, investing in and promoting community sport to create an active nation. Their ambition is to get two million people more active in sport by 2012, and to make sure that participation is sustained.

**Sustainable Community Strategy**

Sustainable Community Strategies have a vital role to play in helping to deliver genuinely sustainable communities. All councils and LSPs have a community strategy in place. For the next round of Local Area Agreements, LSPs will need to convert their Community Strategies into sustainable community strategies by developing a stronger focus on integrating social, economic and environmental issues and by tackling the longer-term and global impacts of communities.

**Towards an Excellent Service (TAES)**

TAES is a self-assessment based improvement tool designed to improve performance management. Although originally developed for sport and recreation services, TAES has been adapted for use across cultural services. TAES was developed within the East Midlands and is now widely used across the country.

**Visitor Attraction Quality Assurance Service (VAQAS)**

VAQAS was launched nationally in 2001 by Visit Britain. It is a consumer focused quality assessment service for all types of visitor attractions. It helps to identify strengths of an attraction and highlights development areas based on industry examples.

**West Northamptonshire Development Corporation (WNDC)**

WNDC is the local delivery partnership managing the growth planned for Northampton, Daventry and Towcester under the Government's Sustainable Communities Plan - and driving its delivery. Appendix 1 – Objectives of key strategic and operational organisations

Note: PSAs or Public Service Agreements are national targets for Government departments. Local agencies such as councils have to contribute to the achievement of PSAs under the guidance of Government Regional Offices.

Department of Culture Media and Sport (DCMS) PSAs

- PSA 1: To enhance the take-up of sporting opportunities by 5-16 year olds so that the percentage of school children who spend a minimum of two hours each week on high-quality PE and school sport within and beyond the curriculum from 25% in 2002 to 75% by 2006 and 85% by 2008 (joint target with the Department for Children, Schools and Families (DCSF))

- PSA 2: To halt the year-on-year increase in obesity among children under 11 years by 2010, as part of the broader strategy to tackle obesity in the population as a whole (joint target with DCSF and the Department of Health)

- PSA 3: To increase the take-up of cultural and sporting opportunities by 16 and above from priority groups by 2008

- PSA 4: To improve the productivity of the tourism, creative and leisure industries

- PSA 5: Deliver a successful Olympic Games and Paralympic Games with a sustainable legacy and get more children and young people taking part in high quality PE and sport

In addition DCMS contributes to the following PSAs owned by other Government departments:

- Raise the productivity of the UK economy
- Improve the health and wellbeing of children and young people
- Increase the number of children and young people on the path to success
- Address the disadvantage that individuals experience because of their gender, race, disability, age, sexual orientation, religion or belief
- Increase long term housing supply and affordability
- Build more cohesive, empowered and active communities

Culture East Midlands – Cultural Strategy 2006-2011

The Strategy aims to strengthen culture in the East Midlands through four key themes: • Supporting cultural opportunities for people and communities • Fulfilling the potential of culture • Getting culture valued in regional policy and planning • Achieving sector sustainability

Arts Council East Midlands: Our Agenda for the Arts in the East Midlands 2006–8

This document identifies six priorities:

• Taking part in the arts • Children and young people • The creative economy • Vibrant communities • Internationalism • Celebrating diversity

Sport England – East Midlands

‘Change 4 Sport’ Regional plan 2004 – 2008 includes:

• 4% increase in sports participation • The most successful sporting region • Reduced inequalities • Improved health • Stronger and safer communities • Improved education and lifelong learning • Strengthened local economy • Better sports ‘system’.

Museums Libraries & Archives Council – East Midlands (MLAEM)

Strategic aims & objectives

• To increase and sustain participation ▪ Put the user first in all aspects of service development and delivery ▪ Connect people to knowledge, information, inspiration and creativity

• To put museums, libraries and archives at the heart of national, regional and local life ▪ Champion the sector’s contribution to a successful, creative and cohesive society ▪ Shape and support international, national, regional and local agendas • To establish a world class and sustainable sector ▪ Promote innovation, modernisation and best practice in order to transform the sector ▪ Increase sector capacity

• To lead sector strategy and policy development ▪ Develop sector strategy and policy in partnership with national, regional and local government and stakeholders ▪ Create and sustain an authoritative evidence base for the sector

Aims and Objectives for the Northamptonshire Teaching Primary Care Trust (PCT) 2007-10

• Work in partnership with our communities and partners to promote healthy living, reduce inequalities and prevent ill health • Commission within an open market a choice of best value, high quality, cost effective and responsive healthcare services • In a climate of openness, honesty and probity, engage the local community to influence healthcare delivery across the county • Commission, and where appropriate deliver, healthcare that achieves and exceeds nationally set standards of care and targets • Ensure equality of opportunity, support and develop our workforce and the organisation to deliver excellence and encourage innovation • Underpin all healthcare delivery with modern information • Set explicit quality standards and monitor through timely and robust information systems

and as an example for comparison, the cultural objectives from the Mayor of London’s cultural strategy ‘London: Cultural Capital’:

Excellence: To enhance London as a world-class city of culture

1. London needs to ensure its cultural institutions and events are of a high quality, world class status
2. Improvements in infrastructure and support are necessary to realise the creative potential of London’s cultural diversity
3. London needs to develop its brand and promote itself as a world cultural city and tourism destination

Creativity: to promote creativity as central to the success of London 4. Creativity needs to be recognised as a significant contributor to London’s economy and success 5. Education and lifelong learning must play a central role in nurturing creativity and providing routes to employment

Access: to ensure that all Londoners have access to culture in the city 6. Access to culture should be the right of all Londoners 7. Culture should be a means of empowering London’s communities 8. There should be a spread of high quality cultural provision across London and at all levels 9. Cultural activity should be encouraged in the development and regeneration of London 10. The cultural value and potential of London’s public realm should be fully realized

Value: to ensure that all London gets the best value out of its cultural resources 11. Culture in London should receive the resources that are commensurate with its demographic, economic and spatial needs 12. The structures and funding for culture should deliver the best deal for all Londoners